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Sarath Shyam
2025: A Year of Change, Challenge, and Opportunity
Afew years ago, the idea of AI writing business reports or cars driving themselves felt like a scene from a sci-fi movie. Now, it’s our reality. Technology is evolving at breakneck speed, reshaping industries, and forcing leaders to rethink their strategies overnight. It’s exciting—but let’s be honest, it’s also overwhelming.
Artificial intelligence is no longer just a cool experiment; it’s the backbone of decisionmaking, automation, and efficiency. From chatbots that sound eerily human to AI-driven cybersecurity defenses, businesses are seeing both the benefits and the responsibilities. Ethical AI, governance, and ensuring technology serves people—not just profits—are no longer side notes in leadership discussions. They’re the main event.
And speaking of cybersecurity, let’s not forget that the more connected we become, the more vulnerable we are. Cyber threats are getting smarter,
and businesses can’t afford to treat security as an afterthought. Experts like Jeanie Anirudhan, featured in this issue, are leading the charge in strengthening global cybersecurity strategies. It’s not about if a company will be targeted— but when.
Sustainability is another game-changer. Cleantech is no longer just for eco-conscious startups—it’s a business necessity. Companies using AI to monitor carbon footprints, integrate renewable energy, and design sustainable products aren’t just doing good; they’re securing their future. In 2025, success isn’t just measured in revenue but in responsibility.
And then there’s computing power— quantum breakthroughs, edge computing, IoT— innovations that seemed futuristic are now at our doorstep. Industries from healthcare to logistics are already seeing the impact. The question is: how will leaders harness this power to drive meaningful change?
Through all this, one thing remains clear— technology should amplify human potential, not replace it. Digital transformation isn’t just about upgrading systems; it’s about building workplaces where people and technology grow together. Companies that champion ethical AI, leadership development, and inclusivity— especially for women in STEM—will shape the future. Leaders like Jeanie Anirudhan are already making sure of that.
The road ahead is filled with challenges, but also incredible opportunities. In this issue, as we spotlight the Leading Clean Tech Company to Watch in 2025, one message stands out: The future belongs to those who innovate responsibly. Are you ready? Enjoy Reading.
Senior Manager Information Security, Strategy, PepsiCo
NURTURING THE NEXT GENERATION OF FEMALE TECH
LEADERS
Jeanie Anirudhan
Michael Seeholzer, Co-Founder, CEO, and Chairman of the Board, Virtual Global Trading AG
Reimagining Energy Management for a Sustainable Future
COVER STORY
Jeanie Anirudhan
Senior Manager Information Security, Strategy, PepsiCo
NURTURING THE NEXT GENERATION OF FEMALE TECH LEADERS
Jeanie Anirudhan is a Cybersecurity and IT technology leader at Pepsico.Inc. She is currently the Senior Manager and Chief of Staff for Pepsico’s Information Security Global Cyberfusion Center. Jeanie has led IT project management offices and created governance structures for IT organizations during her career. Jeanie has a passion for growing emerging female technology leaders and women in STEM careers and is Director of Governance at DFW Alliance for Technology and Women. Her strengths include strategy development, and global business transformation and delivery. Jeanie has a Master’s degree in Economics from the University of Maryland, a Master’s in Business Administration, and is a certified Project Management Professional (PMP) and a Certified Information Security Manager (CISM).
Recently, in an exclusive interview with Digital First Magazine, Jeanie shared her professional trajectory, insights on diversity and inclusion in tech, the best piece of advice she has ever received, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Hi Jeanie. Can you walk us through your background and what you’re most passionate about in your work?
I am a senior technology and transformation leader at PepsiCo, Inc., currently serving as the Senior Manager and Chief of Staff for PepsiCo’s Information Security Global Cyberfusion Center. I have extensive experience leading IT project management offices and establishing governance structures within cybersecurity and IT organizations. I am passionate about fostering the growth of emerging female technology leaders and women in STEM careers, as well as strategizing and delivering large-scale global transformation initiatives in technology.
What aspects of your current role bring you the most joy and fulfillment?
I enjoy developing organizational strategy and leading cross-functional global teams to deliver critical business results and secure PepsiCo.
What are the three major trends do you foresee in your industry in the next 12 months?
Cybersecurity is challenged to evolve and adapt, staying ahead of bad actors to defend and protect critical infrastructure and assets worldwide. The demand for skilled technical employees in cybersecurity will continue to
CYBERSECURITY IS CHALLENGED TO EVOLVE AND ADAPT, STAYING AHEAD OF BAD ACTORS TO DEFEND AND PROTECT CRITICAL INFRASTRUCTURE AND ASSETS WORLDWIDE
surpass supply, reaching a critical phase. Communication and organizational skills remain a significant challenge in the field; it is essential for cybersecurity leaders to effectively communicate with corporate boards and the C-Suite in their language. The threat landscape related to human risk management will continue to expand, with advancements in phishing and ransomware.
You are a Director at DFW Alliance of Technology and Women. Can you please tell us about this organization and your role in it?
DFW Alliance of Technology and Women (DFW*ATW) is committed to quality programs and education for girls and women to increase the number of women professionals in technology fields. I have been involved with the organization since 2017. As their Director of Governance, I am responsible for leading their governance framework, the development of Board policies and procedures, and overseeing the Board nomination and election processes.
What are your thoughts on diversity and inclusion? How important is it to have authentic conversations with leaders, professionals, and changemakers to create more acceptance across the globe?
Successful organizations achieve the highest levels of innovation and effectiveness when they integrate diversity of thought and perspective into their everyday culture and practices. It is crucial to maintain ongoing conversations about diversity at all organizational levels. Great leaders should model diversity by fostering open dialogues,
actively listening, and encouraging individuals to voice their opinions, even when they differ from the majority. Most importantly, for diversity and inclusion to thrive and be sustainable, they must be linked to corporate rewards and recognition systems. This approach ensures that diversity moves from being a topic of discussion to being integrated into daily work practices.
In your academic or work career, were there any mentors who have helped you grow along the way? What’s the best piece of advice you have ever received? I have had many mentors over the years, both within and outside my organization, whose support and guidance I greatly appreciate. I have benefited from a “mentoring council,” a group of mentors who have assisted me with various topics and aspects of life throughout my career. I have received a wealth of valuable feedback and advice, with the underlying theme being to “go with your gut” in both personal and professional matters, and to “follow your passion.”
What’s a leadership lesson that you’ve learnt that’s unique to being a female leader?
One leadership lesson unique to being a female leader is the importance of authenticity. Embracing and showcasing your true self, including your unique perspectives and experiences, can be incredibly powerful. It helps build trust and credibility with your team and peers. Additionally, as a female leader, you often have the opportunity to champion diversity and inclusion more effectively, using your position to advocate for
EMBRACING AND SHOWCASING YOUR TRUE SELF, INCLUDING YOUR UNIQUE PERSPECTIVES AND EXPERIENCES, CAN BE INCREDIBLY POWERFUL
and support other women and underrepresented groups in the workplace. This not only fosters a more inclusive environment but also drives innovation and success within the organization.
What is your biggest stress reliever? Yoga, exercising and spending time with family.
Where do you see yourself in 5 years from now?
I am an innate learner and have had many different twists and turns in my career. I like
to think of my life in increments of 1-2 years. In the next 2 years, I hope to be involved with next generation of cybersecurity including AI and data privacy.
What advice would you give to anyone starting out on their career in your industry?
Take the time to grow and learn in your current role as broad or as deep as you need to be, plan for your future role but do not be hyper focused on promotions and titles early in your career. Enjoy what you do and live in the moment.
Want to Sell or find Investor for your Business?
Mentoring and Developing the Next Generation of Data Professionals
Dr. Ade Awonaike, Director of Data, Analytics & Science, Turner & Townsend
Hi Dr. Awonaike. Please tell us about your background and areas of expertise. Hello, and thank you for having me. My background is rooted in the intersection of data science, analytics, and digital transformation. I hold a Doctor of Data Science from the University of East London, a Master of Science in GIS with Remote Sensing from the University of Greenwich, and a Bachelor of Science in Geology from Olabisi Onabanjo University in Nigeria.
Over the past two decades, I have amassed extensive experience across various sectors, including financial services, PropTech, utilities, transportation, renewable energy, and government. My professional journey has taken me through roles that involve leading data transformation initiatives, managing large-scale
My focus is always on delivering value and driving operational efficiency through data and analytics
Dr. Ade Awonaike is a seasoned data professional with over two decades of experience in leading data transformation initiatives across various sectors, including financial services, PropTech, utilities, and government. Currently serving as the Director of Data, Analytics, and Data Science at Turner and Townsend, he is renowned for his expertise in data strategy, machine learning, and digital transformation. Dr. Awonaike holds a Doctor of Data Science from the University of East London and has been recognised as one of DataIQ’s top 100 most influential data practitioners. He is passionate about fostering innovation, mentoring future leaders, and driving value through data-driven solutions.
Recently, in an exclusive interview with DigitalFirstMagazine,Dr.Awonaikeshared his professional trajectory, the biggest gamechangers to keep an eye on in the data and analytics industry in the coming years, significant career milestones, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
digital projects, and spearheading the adoption of innovative technologies.
My areas of expertise include data strategy, machine learning, data engineering, and digital transformation. I am skilled in a range of technologies and platforms such as Microsoft Azure, Python, R, Tableau, and various GIS tools. Moreover, I have a proven track record in team building, stakeholder engagement, and fostering a data-driven culture within organisations. My focus is always on delivering value and driving operational efficiency through data and analytics.
What do you love the most about your current role?
What I love most about my current role as Director of Data, Analytics, and Data Science at Turner and Townsend is the opportunity to lead comprehensive digital and data transformation initiatives. It is incredibly rewarding to see how our innovative digital products and strategic frameworks positively impact our clients and advance our company’s goals.
One of the aspects I enjoy the most is fostering a digital culture change within the organisation. Being able to inspire and guide a diverse team of talented professionals, promoting a culture of empowerment, collaboration, and continuous learning is deeply fulfilling. It’s exciting to see how these efforts translate into tangible improvements in our services and the overall digital capability of the organisation.
Moreover, I take great pride in our focus on leveraging AI and advanced analytics to drive operational efficiency. The ability to innovate and implement cutting-edge technologies that deliver real value to our clients and enhance our strategic offerings is what makes this role truly exhilarating.
Where do you see the industry headed within the next one to five years and what do you feel will be the biggest game changers?
In the next one to five years, I see the data and analytics industry continuing to evolve at a rapid pace, driven by advancements in artificial intelligence and machine learning. These technologies will become even more integrated into business processes, enabling organisations to make more informed decisions and uncover insights that were previously inaccessible.
One of the biggest game changers will be the further development and adoption of AIdriven automation. This will not only streamline operations but also significantly reduce costs and increase efficiency. Additionally, the rise of lowcode and no-code platforms will democratise data science, allowing non-technical users to create and deploy data-driven solutions without needing deep technical expertise.
Another critical area of growth will be the emphasis on data ethics and governance. As data privacy concerns become more prominent, organisations will need to adopt robust frameworks to ensure ethical data usage and compliance with regulations. This will be essential in building trust with consumers and stakeholders.
The increased focus on real-time analytics and edge computing will also revolutionise how data is processed and utilised. By bringing computation closer to the data source, organisations can achieve faster decision-making and more agile responses to changing conditions.
Lastly, the integration of advanced analytics in sectors like healthcare, finance, and renewable energy will drive significant innovations. For instance, predictive analytics in healthcare
The ability to innovate and implement cutting-edge technologies that deliver real value to our clients and enhance our strategic offerings is what makes this role truly exhilarating
can lead to better patient outcomes, while in finance, it can enhance risk management and fraud detection.
Overall, the industry is poised for exciting developments, and those who can adapt and harness these advancements will be wellpositioned to lead in this dynamic landscape.
As a leader, what approaches do you use to create a culture of experimentation and innovation within your team?
As a leader, fostering a culture of experimentation and innovation within my team is paramount. I promote a learning environment where team members are encouraged to stay curious and continuously seek out new knowledge and skills. This involves providing access to training, workshops, and conferences, as well as encouraging the exploration of new technologies and methodologies. I believe in giving my team the autonomy to experiment and make decisions, empowering them with a safety net that allows them to learn from failures without fear of repercussions. By trusting them to take ownership of their projects, they feel more motivated to innovate.
Innovation thrives in a collaborative setting, so I ensure regular opportunities for crossfunctional collaboration and knowledge sharing. This includes team brainstorming sessions, hackathons, and innovation challenges where diverse perspectives come together to solve problems creatively. Setting clear, challenging yet achievable goals is also crucial, and I ensure that the team has the necessary resources—whether technology, time, or budget—to experiment and develop new ideas.
Recognising and celebrating the successes of the team, no matter how small, is essential for
maintaining morale and encouraging continued innovation. Equally important is fostering an environment where failures are viewed as learning opportunities, which helps the team to iterate and improve continually. I instill a valuefirst approach, ensuring that all experimental efforts are aligned with broader organisational goals and deliver tangible value. This focus on value helps in prioritising projects and driving meaningful innovation.
As a mentor, I provide guidance and support to help team members navigate challenges and refine their ideas. By being accessible and approachable, I nurture their growth and development, which in turn fosters a culture of continuous improvement and innovation. These approaches have helped create a dynamic and forward-thinking environment where experimentation and innovation are not just encouraged but are integral to our way of working.
What has been the most fulfilling part of your career?
The most fulfilling part of my career has been witnessing the growth and development of the people I’ve had the privilege to work with and mentor. There is an immense satisfaction in seeing how my guidance and leadership can inspire individuals to reach their full potential and achieve their career goals.
One of the most rewarding experiences has been mentoring young data professionals and seeing them evolve into leaders in their own right. For instance, I have had team members who started with limited experience but, through tailored coaching and development plans, have grown into skilled data scientists, engineers, and analysts. Watching them tackle complex
projects, contribute innovative solutions, and eventually lead their own teams has been incredibly gratifying.
Moreover, fostering a collaborative and empowering work environment has allowed me to see the impact of a positive workplace culture on individual performance and team success. Creating a safe space where team members feel valued and encouraged to experiment and innovate has led to numerous breakthroughs and professional advancements. It’s fulfilling to know that I have played a part in creating an environment where people can thrive and do their best work.
Recognising and celebrating the achievements of my team members, whether through formal awards or simple acknowledgements, has also been a highlight. Seeing the pride and motivation that these recognitions bring reinforces the
importance of appreciating and supporting one another in the workplace.
Overall, the most fulfilling aspect of my career has been the opportunity to nurture talent, support professional growth, and make a lasting impact on the careers of those I work with. It’s the success and development of people that continue to motivate and inspire me every day.
If you could have a one-hour meeting with someone famous who is alive, who would it be and why?
If I could have a one-hour meeting with someone famous who is alive, it would be with Sundar Pichai, the CEO of Alphabet Inc. and Google. Sundar Pichai’s leadership and vision in the tech industry are incredibly inspiring, and there are several reasons why I would choose to meet him.
By being accessible and approachable, I nurture their growth and development, which in turn fosters a culture of continuous improvement and innovation
Leadership skills are essential for anyone looking to make a meaningful impact in their professional and personal life
Firstly, Pichai has been instrumental in driving Google’s transition into a leading AI and machine learning powerhouse. His insights into how to successfully lead a global organisation through significant technological transformations would be invaluable. I am particularly interested in understanding his approach to fostering innovation within such a large and diverse company, and how he balances the need for continuous technological advancement with ethical considerations and societal impact.
Secondly, Pichai’s journey from a humble background in India to becoming the CEO of one of the world’s most influential tech companies is a testament to resilience, determination, and strategic thinking. Discussing his personal and professional experiences would provide valuable lessons on leadership, career development, and overcoming challenges.
Lastly, I would love to hear his thoughts on the future of technology, especially in AI, data privacy, and digital transformation. His
perspective on these issues would not only be fascinating but also highly relevant to my work in data and digital transformation.
Overall, a meeting with Sundar Pichai would offer profound insights into effective leadership, innovation, and the future of technology, all of which are areas that deeply resonate with my professional interests and aspirations.
In your words, tell us the leadership skills that everyone should learn?
Leadership skills are essential for anyone looking to make a meaningful impact in their professional and personal life. Effective communication is fundamental, as the ability to clearly convey ideas, expectations, and feedback fosters understanding, collaboration, and trust within a team. Empathy, or understanding and appreciating the perspectives and emotions of others, helps build strong, supportive relationships, enabling leaders to connect with their team members on a personal level and foster a positive and inclusive work environment.
Adaptability is crucial, as leaders must navigate change and remain flexible in the face of challenges. This means being able to pivot strategies, embrace new ideas, and respond effectively to evolving circumstances. Decisionmaking, which involves making informed and timely decisions, is vital. Leaders need to analyse information, weigh options, and take decisive action while considering the potential impact on all stakeholders.
Having a clear and compelling vision provides direction and motivation. Leaders should articulate a future state that inspires and guides their team towards common goals. Integrity, or leading with honesty and ethical principles, builds trust and credibility. This involves being transparent, accountable, and consistent in actions and decisions.
Resilience, the ability to recover from setbacks and remain steadfast in the face of adversity, is essential for sustained leadership. Resilient leaders maintain a positive outlook and inspire their teams to persevere through challenges. Empowerment is another key skill, as great leaders provide the resources, support, and autonomy their team members need to succeed. This involves trusting others, delegating effectively, and encouraging personal and professional growth.
Collaboration is important, as effective leaders know how to foster teamwork and create an environment where diverse ideas are valued, and everyone works together towards a common goal. Lastly, continuous learning is a crucial aspect of leadership. Embracing a mindset of continuous learning and selfimprovement ensures that leaders stay relevant and capable of guiding their teams through an ever-changing landscape.
By developing these skills, individuals can become more effective leaders who inspire, motivate, and drive positive change within their organisations and beyond.
What is that one thing which motivates you to become better and better every day?
The one thing that motivates me to become better every day is the desire to make a meaningful impact through my work. Knowing that the efforts I put into developing data-driven solutions, leading transformative projects, and mentoring others can significantly improve processes, drive innovation, and contribute to the success of individuals and organisations is incredibly fulfilling.
This motivation is deeply rooted in my passion for continuous learning and growth. The rapidly evolving fields of data science, AI, and digital transformation offer endless opportunities for exploration and advancement. Staying abreast of the latest developments and pushing the boundaries of what is possible keeps me engaged and eager to improve my skills and knowledge.
Moreover, the success and growth of my team members serve as a constant source of inspiration. Seeing them achieve their goals, overcome challenges, and grow into confident, capable professionals reminds me of the importance of leadership and the positive influence I can have on others. Their achievements fuel my commitment to being a better mentor and leader.
Ultimately, it’s the combination of making a tangible difference, the excitement of continual learning, and the inspiration drawn from the success of those around me that drives me to strive for excellence every day.
Where do you see yourself in the next 5 years?
In the next five years, I envision myself continuing to drive significant advancements in the field of data and digital transformation. I aim to be at the forefront of leveraging cutting-edge technologies, such as AI and machine learning, to create innovative solutions that address complex business challenges and generate substantial value for organisations.
I see myself taking on a more strategic leadership role, potentially as a Chief Data Officer or an equivalent executive position, where I can influence the broader data strategy and digital initiatives of a forward-thinking company. This role would allow me to shape the future direction of the organisation, ensuring that data-driven decision-making and digital innovation are deeply embedded in its core operations.
Additionally, I aspire to further expand my impact by contributing to industry thought leadership. This could involve speaking at conferences, publishing research and insights, and participating in forums that drive the discourse on data science, AI, and digital transformation. I am passionate about sharing knowledge and experiences to help shape the future of the industry.
Mentoring and developing the next generation of data professionals will remain a key focus. I aim to create and nurture talent pipelines, fostering an environment where emerging leaders can thrive and contribute to the field’s evolution.
Ultimately, in the next five years, I hope to be recognised as a key influencer and thought leader in the data and digital space, driving
transformative change and inspiring others to harness the power of data for positive impact.
What is a piece of career advice you have been given that you would pass on to others?
One piece of career advice that has profoundly impacted me and that I would pass on to others is to embrace a mindset of continuous learning and adaptability. In a rapidly evolving field like data science and digital transformation, staying curious and open to new ideas is essential for long-term success.
Early in my career, a mentor advised me to never stop learning and to view every challenge as an opportunity for growth. This perspective has been invaluable, as it encouraged me to pursue further education, seek out new experiences, and continuously expand my skill set. It taught me the importance of resilience and adaptability in the face of change, which are crucial traits in today’s dynamic job market. By constantly seeking knowledge and being willing to adapt, you not only stay relevant in your field but also position yourself as a valuable asset to any organisation. Embrace new technologies, methodologies, and perspectives. Take the initiative to learn from diverse experiences and be proactive in your professional development. This approach not only enhances your expertise but also opens up new opportunities and pathways in your career.
In essence, the best advice I can pass on is to commit to lifelong learning and remain adaptable. These qualities will empower you to navigate the complexities of your career, drive innovation, and achieve sustained success.
LEADING CLEAN TECH COMPANY TO WATCH IN 2025
Virtual Global Trading AG Reimagining Energy Management for a Sustainable Future
VGT (Virtual Global Trading AG) is on a mission to transform utilities and the entire energy sector, starting with a simple yet groundbreaking innovation: a digital platform that unites every stakeholder. Founded with the aim of revolutionizing a wide range of areas, the company’s digital solution is tailored for utilities, grid operators, installation companies, and other key players in the sector. By bridging gaps between key players, VGT’s platform facilitates seamless collaboration, enabling the energy sector to meet modern challenges with agility and unity.
Michael Seeholzer, Co-Founder, CEO and Chairman of the Board, elaborates on their
vision: “We built this platform to help the industry advance and tackle challenges through digitalization – ones that can’t be solved with traditional methods alone.” Their goal? To create an all-in-one white label platform – a comprehensive digital ecosystem that can spawn tailored sub-ecosystems for specific stakeholders. This modularity ensures seamless adaptation to the complex and dynamic energy environment, fostering collaboration and innovation at every level. VGT’s platform creates a transformational ecosystem that simplifies digitalization across various domains, setting a strong foundation for the energy sector’s digital future. The platform supports use cases ranging from real-time energy management to automated
Michael Seeholzer, Co-Founder, CEO, and Chairman of the Board, Virtual Global Trading AG
flexibility management, offering advanced tools to meet the demands of an evolving landscape. Whether it’s optimizing grid operations or enhancing energy efficiency for end-users, the platform’s versatility ensures broad applicability.
Under the hood, the platform leverages cutting-edge technology to deliver real-time energy monitoring and flexible deployments. Tools like Azure Functions provide scalable, event-driven data processing, while MongoDB
enables high-speed, reliable data storage. Communication between systems is handled efficiently using REST API and WebSocket channels, and the platform’s support for protocols like ModBusTCP and IEC104 ensures smooth device integration. “We designed it to be hardware-independent and customizable,” Seeholzer notes. “It connects devices effortlessly without the need for coding and adapts to diverse environments, making it a true gamechanger for the industry.”
Creating the Utilities and Grids of Tomorrow by Orchestrating Digital Transformation
In a world where industries are rapidly embracing digitalization, the energy and utilities sector has often lagged behind. VGT aims to change this narrative by driving technological disruption and enabling the sector to transition into the Utilities and Grids of Tomorrow. “We see immense potential in helping utilities and grids improve through digital transformation,” says Michael Seeholzer, Co-Founder and CEO. “Our goal is to create solutions that not only solve today’s challenges but also secure a sustainable advantage for the future.”
VGT’s white-label platform empowers utilities to expand their offerings while reducing operational expenses (OPEX). By streamlining energy procurement for their commercial and industrial (C&I) clients with tools like Price Monitor, utilities enhance efficiency and provide tailored solutions that build customer loyalty. These platforms enable utilities to unlock new revenue streams through innovative offerings like
virtual power plants (VPPs) and advanced grid optimization tools. With products like Smart Buildings, utilities can deliver enhanced customer satisfaction while supporting energy efficiency and sustainability goals. By leveraging distributed energy resource management systems (DERMs) and home energy management systems (HEMs), VGT equips utilities with the tools to navigate a decentralized energy ecosystem. “Our platform allows utilities to operate more efficiently while helping their customers succeed,” Seeholzer notes. “It’s about creating value at every level of the energy value chain.”
Empowering Energy Consumers and Prosumers: Smart Solutions for Homes and Businesses
VGT’s platform goes beyond traditional customer portals and digital billing, offering utilities the ability to deliver innovative, tailored solutions to both residential and commercial end customers. Through tools like HEMS (Home Energy Management
For end
customers and
prosumers, the VGT platform delivers powerful tools for monitoring and managing energy use
Systems) and Smart Buildings, customers can integrate, visualize, and control their renewable energy assets – all through VGT’s customizable, white-label platform. This also includes the integration of electric vehicles (EVs) and charging stations, where VCGT’s E-Mobility solutions enable off-peak charging to reduce costs and optimize energy use.
Utilities can create unique energy packages for their clients to choose from, such as options that blend different energy sources, like 50% hydro and 50% solar. Once connected, customers can use the platform to pre-qualify their renewable assets and aggregate them into virtual power plants (VPPs). By bringing these assets to market, customers can generate new income streams, offsetting their optimized consumption costs. “Our solutions allow customers to actively participate in the energy transition, providing them with the tools to save money and generate revenue,” says Michael Seeholzer, Co-Founder and CEO.
By bridging the gap between utilities and their customers, VGT ensures a smarter, more sustainable, and interconnected energy ecosystem – one that offers cost savings, greater control, and new avenues for income generation.
Driving the Energy Transition Forward
As a company committed to the energy transition, VGT is focused on accelerating its progress by highlighting the benefits of pairing digitalization with renewable energy development. Whether it’s utilizing distributed energy resources (DERs) like energy storage to address grid challenges once handled by nonrenewable sources such as coal or attracting investments in renewables by optimizing their performance through digital solutions, VGT is leveraging technology to drive sustainability.
VGT’s team is committed to propelling digital transformation across the energy industry, continually developing and adapting to meet evolving industry demands
“With the rapid growth of renewable energy systems and the increasing adoption of electric vehicles, digital solutions are more crucial than ever,” says Michael Seeholzer, Co-Founder and CEO. “By integrating flexibility and virtual power plants (VPPs), we can create a more resilient, efficient, and cleaner energy system – empowering consumers and enabling the industry to achieve its sustainability goals.”
Pioneering the Future of Energy with a Culture of Innovation
VGT thrives on a culture driven by innovation, collaboration, and agility. The company’s team is committed to propelling digital transformation across the energy industry, continually developing and adapting to meet evolving industry demands. “Our environment is all about staying agile and ready to advance energy technology,” says Seeholzer. This
relentless pursuit of innovation keeps VGT at the forefront of energy technology and grid solutions.
One of the company’s key strategies is building strong partnerships with major grid operators, energy suppliers, and installers. By leveraging cutting-edge technology and focusing on client-centric solutions, VGT enhances its product offerings to address market demands. These initiatives enable the company to stay flexible and responsive, a crucial advantage in an energy sector that’s always evolving.
VGT’s impact is already being felt far beyond Switzerland. The platform has expanded into multiple countries, adapting to diverse regional regulations and forming alliances with local utilities and grid operators. “Our
strategy is rooted in flexibility and scalability,” Seeholzer explains. By offering a modular platform that can be customized to fit unique market structures worldwide, VGT ensures its solutions are as adaptable as the energy markets themselves. “We’re convinced that there’s no comparable option available on the market,” he adds, emphasizing the company’s vision for a comprehensive and unmatched energy solution.
VGT’s commitment to leveraging advanced technologies in energy management and distribution demonstrates their role as a pioneering force in the industry. With a focus on AI, automation and smart grid solutions, VGT is setting the stage for a more efficient, interconnected, and sustainable energy future.
Improving Health in Business, Through Light
Hi Manon. Please tell us about your background and areas of expertise.
Manon Loustau, CEO, Libu
I am Manon Loustau, founder of the company Libu. Libu is a five-year-old startup that I established right after completing my engineering studies. With a scientific background, my associate and I developed a lighting technology that enhances health and wellbeing through light. I also hold a diploma in Business from INSEAD.
What was the inspiration behind establishing Libu? What sets it apart from other market competitors? With our scientific background, we knew that light has a significant impact on health and wellbeing. However, after conducting 300 interviews, we realized that in the corporate world, light is primarily used as a tool, and its impact on health is mostly negative. We decided to use our
The workplace environment, management, and effective communication tools for telework are priorities that leaders should address
Manon Loustau is 29 years-old. She is currently CEO of Libu, the company she started right after her engineering studies. After graduating from Supoptique, a French engineering school specialized in light, she founded Libu by making the bridge between her scientific background and the lighting market needs. A few years later, she went to INSEAD to have a business training too. Libu is now a 5 years-old company, has 10 employees in France, and has just raised 1M€.
Recently, in an exclusive interview with Digital First Magazine, Manon shared her professional trajectory, what sets Libu apart from other market competitors, insights on the future of mental health and wellness at the workplace, significant career milestone, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
scientific skills to develop a lighting system that meets the needs of the market – improving health and wellbeing, through light.
In your opinion, how can leaders improve employee mental health and wellbeing?
We spend eight hours a day at work, so work is a significant part of our lives. While work-life balance is often considered the top priority, I believe that what happens in the workplace is just as important. The workplace environment, management, and effective communication
tools for telework are priorities that leaders should address.
What are some of the lessons that you have learned in these early stages of addressing wellness with more depth?
As our company focuses on health and wellbeing at work, we are convinced that wellness in the workplace is highly impactful. However, we have realized that, even though this topic is becoming increasingly important, wellness still means very basic things for many companies.
I am convinced that wellness needs to be addressed comprehensively: we work extensively on workplace environments, but that is not enough if management, career development, and work-life balance are not also taken into account.
On the positive side, I have observed that small changes can bring significant positive effects. For example, we have conducted studies on the impact of our lighting solutions. People using our solution experience a 25% reduction in perceived stress. This is due not only to the health benefits of our lighting but also because it often
signifies a company’s commitment to wellness, leading to additional actions on related topics.
What do you see happening in regard to mental health and wellness in the workplace in the next 5 years?
For years, work has been seen primarily as a way to earn money, but this is slowly changing. Most new recruits are now looking for interesting jobs that make a positive impact on the world. I believe companies will no longer be able to conduct business as usual and will need to
I believe companies will no longer be able to conduct business as usual and will need to make significant changes to adapt to this new mindset. And that’s for the best!
I hope we will increase our global impact, but also have a more important role in our local economy as an industry leader
make significant changes to adapt to this new mindset. And that’s for the best!
What are your thoughts on gender equality and inclusion? Do you think there is a gender bias in our industry?
As a female leader in the industry and manufacturing sector, I think that a lot of things have evolved. I never feel that there is a gender bias. However, recruiting female employees is more challenging simply because there are fewer of them. I believe education has a significant impact on career choices. I am part of an association that introduces entrepreneurship to young students as a potential career path.
If you could have a one-hour meeting with someone famous who is alive, who would it be and why?
I think I would like to talk with Elon Musk. He is quite a controversial person, but one of the few true visionaries. I believe the world would benefit from more people with a strong vision and a willingness to change industries.
What is one accomplishment you’re proud of?
I am really proud of the stages my company is going through: we started from scratch and now employ 10 employees, have raised 1M€ and are on a good run.
What drives you? How do you measure personal success?
I am really convinced that Libu is doing good. Our values, the way we design our products, and the impact it has on the users is really meaningful to me.
Where do you see yourself in the next 5 years?
I hope we will increase our global impact, but also have a more important role in our local economy as an industry leader.
What advice would you give to aspiring professionals from your industry?
I may say that it is fine to take a new path, instead of following the standards of your industry. Innovation is what will drive the future!
Helping Organizations Strengthen their Security Posture & Cyber Resilience
Henrik Parkkinen, Information Security Officer, WirelessCar
Hi Henrik. How did you get your start in cybersecurity/tech?
From a very early age, I had a high interest in technology. This was thanks to my father, as technology was one of his biggest passions, which he introduced to me when I was a little boy. I had the luxury of having the latest gaming consoles (Sega 16-bit, Super Nintendo, PlayStation 1-2, Xbox 360) and several different computers (Commodore 64, Amiga, PC).
After completing my gymnasium education, I started with an IT-infrastructure and security education. Close to after I completed this education my professional career started, now we are back in 2002. I got an assignment at one of the largest IT companies in the Nordics. My first assignment was focused on Identity & Access Management and IT infrastructure & security. And here we are today, +20 years into my career. Today I work as an Information Security Officer at WirelessCar, a global leader in connected vehicle services.
An organization’s security posture and cyber resilience is a composition of adequate balance between Humans, Processes, and Technologies
Henrik Parkkinen is a globally recognized security leader from Sweden with +20 years of experience in the security and IT field. He is known for his broad and deep understanding of today’s digital ecosystem, emerging technologies, security universe, and threat landscape. Henrik’s expertise is collected from both a defensive and offensive security perspective through technical hands-on assignments to management and leadership roles. For the last 14 years, he has primarily worked in various security management and leadership roles helping organizations strengthen their security posture and cyber resilience.
Recently, in an exclusive interview with Digital First Magazine, Henrik shared his professional trajectory, insights on the most demanding challenges ISOs are facing today, the best piece of advice he has ever received, the secret mantra behind his success, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
What’s one question related to cybersecurity that you are frequently asked in your current role?
Throughout my career, when I have been working in cybersecurity management and leadership positions with strategic assignments, the most common question that I have been asked is similar to this one:
“What cybersecurity technologies and products shall we invest in to increase our security posture?”
Still today many organizations fall into the trap of looking at cybersecurity as something that is a thing which is mainly solved with the help of adding or investing in more technology. I totally understand that this is how many organizations choose to approach the challenges, but this approach can also be masquerading some of the symptoms and real challenges.
And this approach also feeds directly into one of the core challenges with cybersecurity and how many organizations choose to approach it.
Adding more technology can in the worst case have the opposite effect.
If an organization for example does not have enough resources to operate all those technologies adequately it will not increase the organization’s security posture. It could also lead to a false sense of security. An organization’s security posture and cyber resilience is a composition of adequate balance between Humans, Processes, and Technologies.
I am by no means saying that technology is not necessarily, it is an element that is an absolute must for every organization. We and our organizations exist in an ecosystem that must be supported by technological security controls. But I think that the Human element is
what needs the most attention and investment. This is where more time and effort should be placed. This is also where I personally think the majority of the positive effects will come from that increase an organization’s security posture and cyber resilience.
I think that we need to see that Humans are and can be the strongest defensive capability if we make sure to invest the resources necessary. Now I am not only speaking about security awareness, such as Phishing tests and social engineering. In general, cybersecurity is something that needs more attention from a business and organizational point of view where the linkage and understanding of negative consequences that come with cybersecurity risks and threats.
Everyone reads about those bad things in the news, what happens to those who are hit by for example a ransomware attack. But I also feel that we do less tailored communication around what a potential actualization may look like in an organization and how the negative effects could play out for the employees, customers, and partners from an business point of view.
Cybersecurity risks are, as I see it, not an actual thing on its own. It is rather a category of a risk type. The only risk that exists is business risk. And it’s from a business and organizational point of view the negative effects and impact will be materialized. Such as for example brand and reputation damage or even worse.
And this is why I think that it’s so important to conduct awareness and training in several different forms and ways. It needs to be made situational and put into a context where each one of us can relate to it. Executive leaders need cybersecurity explained in their context
As digitalization becomes more and more powerful and the penetration rate gets higher and higher, the demands on digital ecosystems and organizations get more tested
from a business point of view. A technology leader, software developer, accountant, etcetera needs cybersecurity awareness and knowledge applicable that makes sense for them. The strength comes from contextual understanding and how each one of us can contribute to making our organization more secure.
In your opinion, what are the most demanding challenges that ISOs are currently facing in their roles?
It is for sure the accelerated technological transformation and digitalization. As digitalization becomes more and more powerful and the penetration rate gets higher and higher, the demands on digital ecosystems and organizations get more tested. Digitalization provides our organizations with loads of opportunities but these also come along with new risks and threats. Such as for example increased amount of regulatory requirements
and new forms of attack vectors that come with emerging technologies.
We have seen this a couple of times throughout the history. The latest example is of course AI but this is not the last one. Another emerging threat that is coming is quantum computing and I think it is time to start to create more awareness around the subject. The knowledge related to the quantum threat needs to reach a broader audience. And the same goes for AI and the adventure we are in towards superintelligence.
A couple of years back we had several similar examples, where “the cloud” is one of them. The cloud was categorized as one of those emerging threats that put up new types of security demands and risks on more or less each and every organization. I think there was less preparation and contemplation made, from a cybersecurity point of view, around potential risks and threats related to the cloud.
I am a strong believer that everyone, independent of whether you work in a technical role or not in cybersecurity, needs to have a foundational understanding and knowledge of the subject
Let’s get back to the subject of regulatory and compliance requirements, as these are highly correlated with emerging technologies. Regulatory and compliance requirements addressed through different standards and frameworks are usually a couple steps behind in relation to emerging technologies. When new technologies enter the market, those requirements are kind of addressed and need to be applied afterward. And I think this is an area where improvements could be made. We as a cybersecurity industry and community have historical knowledge and wisdom that we should learn from more. Why not use it to our advantage and learn from the past and what is coming in the future to better prepare our organization to take on the current and future challenges?
And this is what also fascinates me, that many organizations and the industry, kind of tend to make the same mistakes over and over. We spend too little time contemplating and planning for the future which in fact is presented to us in a quite clear way. We as cybersecurity people have never been equipped with stronger capabilities than we have available today for preparing ourselves and our organizations against the future…but we fall short on this subject in my opinion. And personally, I don’t think that this form of preparedness needs to be made that advanced. We can learn very much from having conversations within our own organizations and not limit ourselves to looking at a future risk scenario from only the lenses of cybersecurity. Why not have a conversation with other teams, such as for example the research and development team? Or learn from similar industries that are facing the same types of challenges? There is very much that can be done with small efforts that will improve an
organization’s future readiness from an overall business and cybersecurity point of view.
The most demanding challenge is also what I find the most exciting with the Information Security Officer role. Being at the intersection between understanding the business implications of technology, emerging risks & threats, and how to support an organization’s overall vision, mission, and objectives from a cybersecurity point of view.
What does working in cybersecurity
mean on a practical level, and what kinds of skills/personality traits are an asset in the field?
I am a strong believer that everyone, independent of whether you work in a technical role or not in cybersecurity, needs to have a foundational understanding and knowledge of the subject. This goes to some extent hand in hand with having a form of technical understanding. You do not need to be able to push the buttons or run the commands in a prompt. But you do need to know how things work and fit together.
I see this as the foundation for even having certain forms of conversations. If you do not understand or can speak with a technical stakeholder, such as for example a subject matter expert or security architect, you will have a harder time making yourself understood or understand your stakeholders.
And it goes the other way around as well. You cannot only rely on technical skills or being an expert in your domain of expertise. If you cannot make yourself understood, visually and verbally, to your audience you are in a tough spot when it comes to cybersecurity. And this is especially true if you want to take on a management or leadership role.
First of all, if you want to take on a cybersecurity management or leadership role, you need to have strong leadership skills and be able to demonstrate self-leadership and to lead individuals and teams. An accomplished cybersecurity leader also needs to have strong business management skills. This equates to for example communication & stakeholder management, strategic planning, and requirements management. The primary reason is that cybersecurity in an organization is a supporting function. It does not serve a self-existence. The purpose of Cybersecurity is to support the organization to become successful.
To be able to do so, one of the most important skills you need to have is the capability to speak the language of cybersecurity with non-technical stakeholders. You must be capable to lead and communicate with business leaders and influence those who need to be influenced. This is where some true cybersecurity magic will start to happen from an organizational and business point of view.
Communication skills will never go out of fashion, and they are more or less needed in any cybersecurity role. The reason for this is because cybersecurity is a team sport. It is not a one-man show where you or someone else can go out and do the things on your own. You need to have a strong team in your corner. And to form that team and a common vision, goal, mission, understanding etcetera you need to be able to communicate so that the team and individuals around you understand you and the direction you together are taking on.
In your academic or work career, were there any mentors who have helped you grow along the way? What’s the best piece of advice you have ever received?
I have a hard time pointing out one person who I can say has been my mentor. Throughout my career, I have always surrounded myself with people that
My secret mantra for success is simple: Be yourself, share your knowledge, help others, and be kind
I can learn from and who I have found to share my core values in life. Mentoring for me is a two-way street where trust is one of the core elements that enable growth. Without trust that goes both ways, it becomes hard to achieve true growth. Sure, you can always pick up a thing or two from the person mentoring you, but this is for me rather knowledge sharing compared to mentoring.
As I think “trust” is the core element for enabling growth, my advice to those seeking a mentor is to choose a mentor who you can trust. You do not need to pick the one that is the most technically accomplished or someone who knows it all. Pick a person that you trust and who holds qualities that you can learn from. Just because a person is the best in the class or in the world at a certain subject does not mean they are as good as a mentor.
I have a hard time picking up on one piece of advice among all the many great ones I have received from my mentors. I will instead share one personal advice to those reading this article.
Never give up.
Never give up on yourself.
Never give up on your dreams.
Never give up on the people that you love.
Never give up.
If you really want something, go after it. Your plans may change and priorities may shift along the road but never give up on believing in yourself. Develop your own inner capabilities and mental strength to be comfortable taking on any challenge you may face. These capabilities will make you unstoppable. And it is up to you and only you who can make yourself unstoppable. Develop an unstoppable mindset. You decide what this mindset looks like for you. It’s your mindset, you own it and no one else.
You were recently recognized as one of the Top 50 CISOs & Cybersecurity Leaders. Our readers would love to know the secret mantra behind your success. It was for sure a very flattering recognition that I received and to be listed among such a strong list of individuals. And thank you for recognizing this achievement!
My secret mantra for success is simple: Be yourself, share your knowledge, help others, and be kind. Sounds like a cliché but this is the way I do it. I have never chased or gone after certain recognitions or goals; these forms of achievements have been a result of what I do.
My focus has been and is to create engaging and high-quality content that is free and accessible to everyone. The content that I create has no paywalls, no subscriptions, and no obligations. My content is shared and collected here www.HenrikParkkinen.com.
And I strongly believe that if you are kind and operate by having a positive attitude and mindset it will for sure help you to become “successful” in whatever you do. Sounds like a hippy thing but usually good things happen to those with good intentions. And it never hurts to be kind or cost anything extra. This is also how people will remember you. How you made them feel and not how many cybersecurity Pokémons or achievements you accomplished. At the end of the day, it is up to each one of us how we want to become remembered and recognized.
What’s a major aha! moment you had related to cybersecurity, either personally or professionally?
My game-changer moment from a professional point of view, with a high carry-over to my personal life, was when I started investing
Cybersecurity is a very broad field and there are many career paths to take on. And for all those who are new to the field, don’t be afraid to try things out
time and resources in improving my leadership skills. I have done my fair share of leadership coaching, through different programs and coaching sessions. Had several mentors. Read loads of books. Countless conversations. Hours of time spent on the subject in the sports world. Coached individuals and teams to improve their leadership skills.
Leadership skills and knowledge are to a very high extent universal. They will add value to any form of situation or organization in your personal and professional life as they are more or less used daily. I truly hope that we will see more and more leadership training tailored towards the cybersecurity industry. In one way I do not think that the skills related to cybersecurity around leadership are unique but the subject as such definitely needs more attention. Strong leadership is, according to my belief, one of those things that is highly underrated but that will improve an organization’s cybersecurity posture and resilience drastically. Just think about it, change strong leadership to weak leadership when it comes to cybersecurity and observe what happens. This is not something that I recommend anyone to do…but it is an interesting thought experiment.
Where would you like to be in the next 5 years?
I see myself continuing the trajectory that I’m currently on. I truly love to work in a strategic position where I can apply my knowledge to add value to my team, colleagues, and company. I enjoy providing my knowledge to those around me and being a part of their growth journey. This is also what I think a big part of leadership comes down to. To make others grow alongside you. To be the person who supports others to find their own longterm plan and how to realize their goals.
At the same time, with the work that I do in the cybersecurity field and community, my hope is that the work I continue doing will lead to an expanded reach in the cybersecurity community and industry to a broader audience of individuals and organizations who can learn from the knowledge I share and hold.
As an effect of the work I do, through the content and knowledge I share, my hope is that I inspire others to do the same. That others out there find motivation and inspiration to share their knowledge and wisdom. To help others grow.
I am forever grateful for all the doors and opportunities that I have been provided with since I started to share my knowledge through the content I create. Like for example this opportunity to do this interview in this magazine.
Which technology are you investing in now to prepare for the future?
The technology I personally invest in to prepare for the future is “myself”. I am one of those people who are on that constant journey to gain knowledge and wisdom. And if there is a technology that I am highly dependent on, it is the one that sits between my ears. My brain.
And to have a brain that functions in a way I need; it comes down to making sure I do all those foundational things. Wellness, eating (somewhat healthy), exercise, spending loads of time with my family & loved ones, and doing stuff that I think is fun and makes me laugh. Technology is cool, but I think “human superpowers” are way much cooler. You become the result of your own investments in yourself.
What
advice would you offer others looking to build their
career in cybersecurity?
Cybersecurity is a very broad field and there are many career paths to take on. And for all those who are new to the field, don’t be afraid to try things out. A good starting point, maybe a bit subjective as this was the way I went, is to get some hands-on experience in a couple of technical areas. Try it out and explore if this is the path you want to take. If it turns out that you want to do something else, there is always a possibility of pivoting into another role when you are in the field.
And I also think that being curious and trying things out will expand your perspectives on cybersecurity. Multiple perspectives are one of those things that in my opinion make up a highly accomplished cybersecurity professional. As I said, the field is very broad and it will never hurt you, your career, or the customer/organization you support if you have a broad set of perspectives in your backpack.
And the more things you try out, the closer you will come to finding your own area that you thrive in. And do not forget to have fun along the road. Your career is a marathon, not a sprint. Make sure to approach it as a marathon. It will make it more fun and sustainable.
Fostering Diversity and Inclusion within the Tech Industry
Arbnora Tahiri, Interim CISO - House of Control, Visma
Hi Arbnora. How did you get your start in cybersecurity/tech?
I got into cybersecurity by pursuing a Bachelor’s degree in Computer Science in University of Prishtina, and later a Master’s in Information Security from Norwegian University of Science and Technology. My interest in digital security grew during my studies, and I sought out roles that allowed me to apply my knowledge practically. My initial positions involved security controls, vulnerability management, and penetration testing, transitioning to more management-
oriented positions later on, which solidified my passion for the field.
What’s one question related to cybersecurity that you are frequently asked in your current role?
A frequently asked question in my current role is, “How can we ensure that our security measures keep pace with the rapidly evolving threat landscape?” I think this question highlights the constant need for adaptation and proactive measures in cybersecurity.
Being able to effectively communicate complex security issues to non-technical colleagues and collaborate across departments is crucial
Born and raised in Kosovo, Arbnora Tahiri moved to Norway at 23 to pursue a Master’s in Information Security at NTNU Gjøvik. Her career spans strategic security management, risk assessments,penetrationtesting,securityaudits, and cloud security. She holds a Bachelor’s in Computer Science and a Master’s in Information Security, with certifications in CISSP, CEH, ISO/IEC 27001 Lead Implementer, and CCSK. Currently, she leads security at Vismal, Norway’s largest software conglomerate, and serve on the Cloud Security Alliance Norway board. Recognized as one of Norway’s Top 50 Women in Tech for 2024, she advocates for diversity, believing it fosters creativity and innovation. Recently, in an exclusive interview with Digital First Magazine, Arbnora shared her professional trajectory, insights on the most demanding challenges faced by CISOs today, the best piece of advice she has ever received, the secret mantra behind her success, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
You are also a Board Member of Cloud Security Alliance Norway. Can you please tell us about this organisation and your role in it?
The Cloud Security Alliance (CSA) Norway is a chapter of the global CSA, dedicated to promoting best practices for securing cloud computing. As a board member, my role involves guiding the chapter’s initiatives, organizing events, and collaborating with industry leaders to advance cloud security awareness and education.
In your opinion, what are the most demanding challenges that CISOs are currently facing in their roles?
In my opinion, most of the CISOs today face several demanding challenges, such as staying
ahead of advanced cyber threats, managing regulatory compliance, and ensuring that security measures do not interfere with business operations. Balancing these responsibilities while maintaining a proactive security posture is a major challenge.
What
does working in cybersecurity mean on a practical level, and what kinds of skills/personality traits are an asset in the field?
Working in cybersecurity means constantly monitoring, assessing, and mitigating risks to protect digital assets, so you need to have analytical thinking skills, attention to details and also technical knowledge, but during my work experience I’ve found that social skills
The best piece of advice I received was to embrace continuous learning and stay curious. This mindset has helped me adapt and thrive in the ever-evolving field of cybersecurity
are equally important. Being able to effectively communicate complex security issues to nontechnical colleagues and collaborate across departments is crucial.
Personally, I enjoy the dynamic nature of cybersecurity and the satisfaction of solving complex problems while working with a diverse team to keep our digital world secure.
What are your thoughts on diversity and inclusion in your field? How important is it to have authentic conversations with leaders, professionals, and changemakers to create more acceptance across the globe?
It is still a sad fact that women continue to be underrepresented in the tech field. Having more diversity in the technology industry brings many benefits. I believe that different perspectives and experiences lead to more creative problemsolving, better decision-making, and ultimately, more innovative products and solutions.
I think that with a diverse team, we would have access to a wider range of perspectives and experiences, which would be extremely valuable when it comes to solving complex problems and challenges. This could give us a competitive advantage and help drive the industry forward.
In your academic or work career, were there any mentors who have helped you grow along the way? What’s the best piece of advice you have ever received?
To be honest, no. While growing up, I didn’t have any particular role models to look up to. I found myself having to navigate my own path without any guiding figures. I think that lacking role models made my journey in this male-
Cloud security and artificial intelligence technologies. These areas are rapidly evolving and hold the potential to revolutionize cybersecurity practices, making them crucial for future preparedness
dominated industry particularly challenging. That’s why I think it’s so important to change this dynamic.
The best piece of advice I received was to embrace continuous learning and stay curious. This mindset has helped me adapt and thrive in the ever-evolving field of cybersecurity.
You were recently recognized as one of Norway’s Top 50 Leading Women in Tech, 2024. Our readers would love to know the secret mantra behind your success.
There is no big secret actually. It is just a combination of passion, perseverance, and continuous learning. Staying updated with industry trends, seeking out new challenges, and being dedicated to my goals have been key drivers in my career. Also support of mentors, colleagues, and networks within the tech community has been crucial for my professional development.
Where would you like to be in the next 5 years?
In the next five years, I aim to further advance in my cybersecurity career, and have a bigger impact in this field. Also, I hope to contribute
more significantly to initiatives promoting diversity and inclusion within the tech industry.
Which technology are you investing in now to prepare for the future?
Cloud security and artificial intelligence technologies. These areas are rapidly evolving and hold the potential to revolutionize cybersecurity practices, making them crucial for future preparedness.
What advice would you offer others looking to build their career in cybersecurity?
For those looking to build a career in cybersecurity, I want to advise this: Don’t ever doubt your dreams or your potential. If you have a passion for tech, follow it with all you’ve got. Work hard and never give up on your aspirations, no matter what they are.
Most importantly, seek mentorship and networking opportunities. Connect with other professionals in the tech and security communities for guidance, mentorship, and support. Networking can open doors to so many opportunities, provide valuable insights, and help you navigate the challenges of entering and advancing in this industry.
Helping Clients on the Journey to Brand Excellence
Martin Lindstrom, Founder & Chairman, Lindstrom Company, 8x Award-Winning Author, Speaker, & Host of NEWSWEEK’s Why Do We…?
Show
Hi Martin. Could you give us an idea of your journey to this point in your career?
My journey is slightly different from others as I began working at the age of 11 when opening the doors to my private LEGOLAND situated in the backyard of my mom-and-dad’s garden. [you can find pictures online of the LEGOLAND – using the search term: Martin Lindstrom Legoland]
The LEGOLAND was a serious deal featuring mountains, canals with self-driving
boats. Admission; $1 per person. Sadly, only two people showed up: my parents. Thus, the next day I persuaded the local newspaper to sponsor an advertisement. The next week 131 people passed by the gates – including the lawyers from LEGO suing me. They informed me that I was in bridge of trademark – I in return informed them that I indeed had paid for all the boxes of LEGO.
The owner of LEGO; Godtfred Kirk Kristiansen – heard about the story – and paid a
We operate in the sweet spot between consumer insight, culture building, branding and innovation
Martin Lindstrom is a New York Times bestselling author of eight books translated into 60 languages. The Wall-Street Journal praised his book Brand Sense as “one of the five best marketingbookseverpublished,”hisbookSmall Data as “revolutionary,” TIME called his book Buyology “a breakthrough in branding” and The Ministry of Common Sense, was selected book of the month by Financial Times ranking #1 on the Wall Street Journal Best-selling list. TIME Magazine has named Lindstrom one of the “World’s 100 Most Influential People,” and for ten years running, the prestigious Thinkers50 board has selected Lindstrom to be among the world’s top 50 business thinkers. Among the companies he advises are UBER, LEGO, Burger King, PepsiCo, Colgate-Palmolive, Nestle, Apple, The Walt Disney Company and Google.
Lindstrom is a frequent writer for The New York Times and Financial Times. He is the host of NEWSWEEK’s “Why Do We…?”. Lindstrom has appeared on NBC’sTODAY show more than twenty times as well as in Morgan Spurlock’s movie ‘The Greatest Movie Ever Sold’ and several times on ‘America’s Next Top Model’. Recently,inanexclusiveinterviewwithDigital First Magazine, Martin shared his professional trajectory, what sets Lindstrom Company apart from other market competitors, insights on the common mistakes made by companies while implementing their brand strategies, the secret mantra behind his success, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
visit to my parents. Nearly the same feeling I’m sure Willy Wonka would have had when revealing his golden voucher. The owner’s proposition – come work for us. And so I did at the age of 11 – becoming the first and the youngest kid ever to work at LEGO’s R&D department.
The year after I opened my own advertising agency – secured LEGO as a client – and am proud to say that I’ve worked with them ever since. That’s 40 years ago!
Lindstrom Company is regarded as the leading branding and culture transformation firm. What sets it apart from other market competitors?
We spend nearly $6 million on R&D yearly. In 2008 we commenced the largest neuroscience study ever conducted in the world – scanning more than 2,000 respondents’ brains using fMRI. Just recently we commenced the largest study ever investigating the true impact the phone has on kids and adults.
Brands and their roles have profoundly changed. Brand loyalty has fallen off a cliff – mainly due to the consumers’ lack of attention span
Since 2004 we’ve conducted more than 5,000 ethnographic in-home interviews. Personally, I’ve spent time in more than 3,500 different consumer homes across more than 100 different countries; living, eating, shopping and cooking with ordinary people – while learning about how our societies evolve.
These extensive studies have helped us invent completely new methodologies and coin industry ‘household’ terms such as: neuromarketing, texting, contextual marketing, clicks & mortar, sensory marketing, small data and many other terms.
Over the years we’ve helped brand countries (Switzerland, Australia, UAE and many more), build brands (LEGO, UBER, McDonald’s, PepsiCo, Disney etc.) and celebrities such as Tyra Banks.
We operate in the sweet spot between consumer insight, culture building, branding and innovation.
How has branding changed over the years to become what it is today? What marketing metrics do you value most for brand management?
Since I wrote my first book; Brand Building on the Internet in 1995 – the very first book ever –talking about how to build brands online – I’ve witnessed my fair share of evolution.
Brands back then were all about USP’s – now they’re all about MSP’s (Me-SellingProposition). This will soon evolve to what I call HSP’s (Holistic Selling Proposition) where brands increasingly will have to develop tribes and movements through AI in order to survive. The success matrix in the future will be the brands’ ability to create, grow and maintain movements.
Brands and their roles have profoundly changed. Brand loyalty has fallen off a cliff –mainly due to the consumers’ lack of attention span. And the concept of truly global brands has basically ceased to exist. Yes, sure –there’s still global brands around – but the speed at which they grow and conquer the world is scaringly slow. In fact – I’d claim the concept of global brands is nearly dad –taking the usual stable of brands aside.
In your opinion, what are the common mistakes that companies make when implementing their brand strategies? They forget who’s paying the bill. The customers. Believing they’re able to understand the customer while stocked behind a screen in some office. It’s impossible. We operate with two sets of data: Small and Big data. Small data helps identify the hypothesis – the ‘reason why’ – creating the foundation for big data correlation. Today, however few allocate the time it takes to identify the small data – creating data foundations on invalid hypotheses – often based on the assumption that consumers are rational. Well – here’s the fact – we’re not. Our extensive neuroscience work shows that 85% of everything we do every day is deeply irrational. The problem is that large part of the marketing world today focuses on the 15% - yet true brands are born in the 85% space.
Can you please share the major takeaways from your latest book, ‘The Ministry of Common Sense’ which was one of the top books of 2021? Common sense – or the lack of – has become a business pandemic so to speak, finding its way into every crack of our daily work lives, from
“Branding” has always been ‘my word’ and thus –like a Venn diagram – I’ve consistently been seeking to uncover a new dimension of branding through each of my book
the very moment we switch on our work PC’s with our 12 digit password consisting of two upper case letters, 3 digits, two symbols and at least 4 smaller letters -all of course in random order. And if you happen to forget your password – and God forbid have to reset it – don’t even consider recycling one of your old (and more memorable passwords) they’re used already and cannot be recycled – the ‘system’ will tell you, while you write down your new and impossible to remember password on a Post-It note – and place it next to your PC.
I define common sense as seeing things as they are; and doing things as they ought to be done.”
Or said in another way…
To treat consumers and employees as they themselves would expect to be treated.
And common sense is right now in an existential crisis.
I was in Miami a couple of years ago for a conference, staying at a hotel. Wanting to check the day’s headlines, I reached for the TV remote. It was remarkably complex. It looked like it could launch a rocket ship, actually. Infinite tiny numbers. A multitude of buttons. Three separate numerical keypads. Where was the on button? Was it the red one labeled “On”? Wait — why were there two red on buttons? If I pressed both, would my TV be incredibly on, allowing me to access supernatural programming that viewers with just one on button couldn’t? What did “Source” mean? What did “a- b-c- d” mean? What did all the arrows signify? After stabbing indiscriminately at the thing for a few minutes, the TV finally came to life. I watched the news for a few minutes, then shut the TV off, or tried to. There were two off buttons. When I pressed the first one, the lights in the room dimmed in
Through our studies we’ve come to realize how damaging and poisonous the phone is – and thus – my next project is all about that.
Helping the world secure a better (and more balanced) relations with the phone
a moody, sexy way. When I pressed the second off button, the air conditioner shut off. The TV stayed on. I ended up climbing up onto a nearby desk and, with my butt in the air, yanking the plugs from the wall socket, disconnecting the TV, the minibar, and the standing lamp.
A few months later, during a flight to New York, the passenger seated next to me introduced himself. It turned out, purely by coincidence, that he was an engineer at the very same company responsible for that TV remote. “You’ve
probably never heard of the company,” he said. “Want to bet?” I said. Powering up my laptop, I showed him the PowerPoint slide I’d made of the remote control. “What the hell went wrong with you guys?” I said. He stiffened in his seat. He explained that the company had internal problems, with various divisions vying for real estate on the remote control. No one could agree which department “owned” what. Ultimately the TV remote was divided up into zones resembling each of the internal departments in his company.
One was for the TV. A second was for cable. A third was for TiVo. A fourth was for satellite. A fifth belonged to the folks responsible for broadcasting big band era or hip- hop music 24/7, or for displaying a crackling yule log in winter. The engineer seemed proud of what his company had done and how equitably things had been resolved. There were no more internal squabbles. Every division now had fair representation on the remote. “Except for the fact I have no idea how to turn the TV on!” I said. He looked at me, still not understanding.
How does an overcomplicated remotecontrol circle back to an absence of common sense in an organization? Very simply. As
the engineer sitting next to me pointed out, the average TV remote control — with its logographic script of arrows, keys, buttons, numbers, and letters — reflects any number of internal miscommunications and power struggles inside a local telecom. Just as a footbridge with a small crack along one side can indicate more serious foundational problems, an unintuitive remote-control point to a few core problems within the company that issued it. With half a dozen silos inside the cable company vying for representation, no one was looking at the remote control holistically — that is, from the consumer’s point of view.
So how do you repair that bridge, or that remote manufacturer. Or let me just rephrase it –
how do you remove one friction at a time. That’s the premises of The Ministry of Common Sense.
You have been a recipient of prestigious awards and accolades over the years including one of the world’s top 50 business thinkers for 10 consecutive years, one of the “World’s 100 Most Influential People,” and recently selected as the #1 Top Voice US Influencer. Our readers would love to know the secret sauce behind your success.
Treat yourself as a brand. That’s the key. Ask yourself what is the ‘one word’ you’d like to ‘own’. Then begin consistently conquering the word. What does that mean? Well as we discussed earlier, I wrote my first book in 1995. It was the first of 8 books (so far) all focused on various dimensions of branding. “Branding” has always been ‘my word’ and thus – like a Venn diagram –I’ve consistently been seeking to uncover a new dimension of branding through each of my book – with the result of ending up ‘owning’ the term – first staring with branding and…
Online: Brand Building on the Internet
On- and offline: Clicks & Mortar
Kids: Brand Child
Our senses: Brand Sense
Neuroscience: Buyology
Ethics: Brandwashed
Consumer: Small Data
Company culture: Ministry of Common Sense
What does the term “authentic leadership” mean to you?
That you’re transparent, empathic, a source of inspiration and always seek to create a cultural movement lead by individuals who are better than yourself.
What are some of your passions outside of work? What do you like to do in your time off?
Swimming. This is by the way the space I use when brain storming. All my books are written in the pool. No kidding. I call this the water moment – a space where I generate ideas and reflect on life.
Where do you see yourself in the next 5 years?
I tend to say that ‘I live in a dream and hope I’ll never wake up’. 8 years ago, I was able to say to myself that I’ve done everything I wanted to do. It was an amazing experience as it changed my perspective of life – making me realize that every (new) day now were a ‘bonus’.
In 5 years’ time, I hope I’ve managed to change the world’s perspective of the phone. I skipped my phone 8 years ago – meaning – I have no phone at all. Period. And realized how this changed my creative side, my purpose in life and my productivity. Through our studies we’ve come to realize how damaging and poisonous the phone is – and thus – my next project is all about that. Helping the world secure a better (and more balanced) relations with the phone.
What advice would you give to aspiring professionals from your industry?
Don’t enter it. It’s nice and hot at the top. But only a couple of steps down the mountain this industry is highly competitive – and self-destructive. With the arrival of AI this is only the beginning making me believe that we within the next decade are likely to see the entire industry collapse and transform to completely new industry based on completely new formats and goals.
Redefining Design Excellence
Naomi Sakamoto, Principal, Studio Director, Gensler
Hi Naomi. What is your favorite part about your current role?
I have a few roles at the moment: as the leader of a 28-person studio, I’m passionate about helping my team unlock their superpowers. As a leader of a global client account, I enjoy working with our offices from Mexico to Singapore, Canada to Abu Dhabi to deliver the caliber of design that our client expects, while respecting uniquely local materials and processes. And as the leader of our European technology practice,
I absolutely love collaborating with the great pioneers of our time to solve big problems!
With your background in architecture, civil engineering, and urbanism, how do you leverage this diverse skill set to lead and inspire your team, fostering a culture of creativity and excellence?
Having bounced around from place to place, discipline to discipline, role to role, I’m never more than a year or two away from being a
To deliver great design for human beings—places where people will feel certain things or behave in certain ways—we need to understand what makes each of us tick
Naomi Sakamoto is a Principal in Gensler’s London office, leading both the Technology practice area for the firm’s Europe region and a studio serving innovative clients in sciences, tech, and creative industries. With a background in urban design, civil engineering, and architecture, Naomi is a regular keynote speaker at leading events across Europe, delivering thought leadership on topics related to the future of work and the importance of physical space to nurture talent and enhance human connection.
Recently, in an exclusive interview with Digital First Magazine, Naomi shared her professional trajectory, personal sources of inspiration, significant career milestones, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
novice at something. That crystalline memory of struggle and failure and self-doubt reminds me that everyone is at a different point in their journey—our capabilities are not fixed, but inchoate, waiting to bloom. The curiosity that pulled me from linguistics to engineering, from Beijing to Paris, is, for me, a fundamental ingredient in creativity, motivation, and mastery; I do everything I can to fuel that curiosity within our studio and our teams.
In what ways do you find inspiration from your experiences outside of the design world and how do these influences shape your approach to design?
I love learning about people, human psychology, and human behaviour. To deliver great design for human beings—places where people will feel certain things or behave in certain ways— we need to understand what makes each of us tick.
What are some of your favourite product designs?
Thanks to my two young boys, I’ve rediscovered the pop-up book! Every time we open one together, I’m amazed at the simple ingenuity of the designs and how they can bring so much dynamism and delight to a familiar story.
Who or what has most inspired you as a designer?
Honestly—what I love about workplace interiors is walking a mile in our client’s shoes. When I was working with a semiconductor company, I became fascinated by the future of gaming, and the science that would make it possible; when I was working at an airport, I woke up every morning excited to make someone’s journey delightful. Our clients have big ideas for the future. What could be more inspiring than making that future a reality?
How important is sustainability to your work (both in terms of design and choice of materials)?
The single most important thing we do as architects is to make the world better—for this and future generations. There’s so much room for our industry to improve—from designing for disassembly, to specifying better materials—but in addition to incremental progress, designers also have a unique capability to conjure an inspiring vision for a regenerative future. I think the core mission of architectural practice in our century should be to envision a climate positive world and bring that world into being.
What has been the most fulfilling part of your career?
Without a doubt, it’s been the relationships. I’ve been at Gensler for more than ten years, and in that time, I’ve seen my peers become partners,
I think the core mission of architectural practice in our century should be to envision a climate positive world and bring that world into being
Embrace curiosity and uncertainty— you can’t know exactly where paths will lead you, but if you trust your values, you will always end up somewhere great!
my colleagues become clients, and former clients become old friends. With the trust and familiarity that we’ve built up over time, projects and events can become lots of fun!
If you could have a one-hour meeting with someone famous who is alive, who would it be and why?
Adam Grant. He is a walking encyclopedia of organizational psychology research, and I admire his boundless curiosity and eagerness to be wrong!
Where do you see yourself in the next 5 years?
Working for one of my brilliant team members, who I hope will take my job!
What advice would you give to young designers just starting their careers?
Embrace curiosity and uncertainty—you can’t know exactly where paths will lead you, but if you trust your values, you will always end up somewhere great!
